June 6, 2025
Industry, a fundamental driver of our economy, faces an unprecedented challenge: the decarbonization of processes that, by their very nature, require high temperatures and have so far relied heavily on fossil fuels. We are talking about those “hard-to-electrify” processes—such as porcelain kilns that reach temperatures above 1,200°C. This challenge is even more pressing in a context of growing concern about energy supply security, as recently demonstrated by the blackout. However, some companies—far from remaining idle—have taken the lead in the search for solutions.
Specifically, three leading companies came together to share lessons, strategies, and challenges around electrification and complementary pathways for industrial decarbonization. Roca, with its groundbreaking electric kiln for sanitary porcelain; Alier, with its full transition to biomass; and Nedgia, promoting the development of renewable gases. This was not a theoretical conversation, but rather an analysis of real experiences, difficult decisions already made, ongoing investments, and challenges still to be addressed.
At Foro Industria y Energía, convinced that shared knowledge is key, we wanted to bring together these insights. Beyond being inspiring, the experiences of these companies may offer a replicable path for other industries facing similarly energy-intensive challenges.
Long-term vision and all options on the table
“Explore all the alternatives and look ahead with long-term vision,” advises Ignacio Cabané, Head of Renewable Gas Grid Connection at Nedgia. For Cabané, conducting macroeconomic and energy analyses is crucial to understand the long-term sustainability of decisions. This philosophy of thorough analysis and broad time horizons emerges as one of the cornerstones for addressing the decarbonization of complex processes. In a country where gas remains the primary energy source (320 TWh compared to 235 TWh from electricity, according to Nedgia data), decarbonization demands both ambition and pragmatism.
From his perspective, renewable gas can play a highly relevant role: it leverages existing infrastructure, does not require large investments in boilers or turbines, and can offer stable pricing through bilateral contracts similar to electricity PPAs. Cabané emphasized that while electrification is an essential route to decarbonization, it must be complemented by other solutions to ensure large-scale efficiency and sustainability.
Roca’s example perfectly illustrates the need for prior analysis. Before developing its electric kiln, the company identified nearly 2,000 potential energy efficiency actions across its 78 factories worldwide. This thorough analysis allowed them to understand exactly where they stood, which processes had the greatest emissions impact, and which alternatives were most viable for each specific context.
Unwavering leadership commitment as a driver of change
Manuel Fernández, Head of Energy at Alier, highlights a factor that is decisive in every successful case: the unwavering commitment of top management. “The leadership team not only supported the decarbonization proposals, but in many cases was even more proactive and forward-thinking than the internal teams themselves.”
This vision and determination from the top were crucial to implementing significant changes. The company, which has evolved from being a traditional paper manufacturer to a “waste valorizer,” made the strategic decision to completely eliminate its natural gas cogeneration—which consumed 1,800 megawatts daily—and replace it with a biomass boiler that now covers 100% of its energy needs. This transformation, which avoids 92 tons of CO₂ emissions per year, would not have been possible without the clear support of leadership, who “laid out a very clear decarbonization strategy” with goals set before 2030.
Experience shows that without this level of commitment from top management, decarbonization projects are often relegated to minor initiatives or fall apart at the first signs of difficulty. Committed leadership not only provides the necessary resources, but also conveys to the entire organization the strategic importance of the energy transition.
Without the right partners, you won’t get far
Bárbara Urdillo offers a revealing reflection: the importance of finding “the right partners for the journey” to make the impossible possible. Her experience developing the world’s first fully electric sanitary porcelain kiln illustrates this principle perfectly.
When Roca was told it was not feasible to electrify a porcelain kiln, they didn’t stop there. “It was very complicated at first because kiln manufacturers didn’t want to give up their current market. They would have to dismantle their own technology in favor of an alternative they didn’t even consider viable,” Urdillo explains. The solution came when they found a manufacturer willing to “embark on this adventure,” thus beginning an experimental project with no guaranteed outcome.
The results speak for themselves: for the past two years, Roca’s factory in Austria has been operating with the world’s first sanitary porcelain production kiln that runs entirely on electricity using induction technology. But the success didn’t end with the technical breakthrough; over these two years, the company has improved efficiency enough to “achieve cost ratios that allow us to compete with gas prices.”
This philosophy of strategic partnerships extends across Roca’s entire energy strategy: Power Purchase Agreements (PPAs) that supply 100% of its European factories, partnerships for the installation of over 33 megawatts in self-consumption (25 of which are already in place), and experimental hybrid projects with hydrogen. Every step is taken alongside specialized partners who share the same transformative vision.
Uncertainty: the common enemy
A clear thread emerged from all three experiences: “uncertainty kills industry.” This phrase, spoken during the panel, sums up a reality that transcends the technological differences between the solutions adopted by each company.
Manuel Fernández of Alier described it precisely: “We’d come into the office and the first thing we did was check news sites from around the world—basically to see whether gas prices had gone up or down overnight,” referring to the volatility of the gas market. Their transition to local biomass with fixed contracts “for two, three, even up to five years ahead” has provided the stability they needed: “Now at least the 50% that used to depend on gas is no longer a worry.”
All three speakers agreed that events like the recent blackout, far from shaking confidence in decarbonization processes, “have only reinforced the need to manage them properly and commit the necessary resources and investments,” as Bárbara Urdillo pointed out.
Three pillars for industrial decarbonization of hard-to-electrify processes
The director of Foro Industria y Energía, Albert Concepción, summarized the discussion with three key recommendations for any industrial company looking to move toward a sustainable energy model:
“Knowledge, long-term perspective, and the right partners for the journey. To move forward with industrial decarbonization, we need to know where we are and where we are going—with data and analysis; to make decisions with long-term vision; and to do it alongside others, because it’s impossible to walk this path alone.”
This idea of “partners for the journey” extends beyond company collaborations to the need for a diversified energy mix. That’s why creating spaces for reflection like this one is not a luxury—it’s a necessity. Because the decarbonization of industry is not achieved through technology alone, but through shared vision, bold decisions, and a diversified energy mix that allows all sources to add up, complement each other, and work together to provide industry with the stability and competitiveness required for its transformation.